Public programmes

All our public programmes are also available as organisation-specific courses.

Mentoring programme manager certificate course

The professional mentor

Coach to mentor transition programme

Team coaching

Mentoring programme manager certificate course
This intensive two-day programme is restricted to HR professionals tasked with running mentoring programmes for their organisation and at new members or associates of the Coaching and Mentoring Alliance (CMI). Based on the practical experience of hundreds of mentoring programmes, it provides a deep understanding of global good practice in the design and implementation of effective mentoring programmes. Participants receive certification by CMI as an accredited mentoring programme manager, subject to successfully completing the training days and a reflection essay on their experience implementing a programme.

The workshop, which is supported by extensive manuals and templates and is fully aligned with the International Standards for Mentoring Programmes in Employment, covers:

The professional mentor
This certificate level programme aims to support senior executives in all sectors make use of their experience and wisdom by becoming Professional Mentors. A Professional Mentor can be described as a “coach plus” – the plus being a recognition of the value of their executive experience.

PMA offers a portfolio of programmes at different levels of professionality. Fundamental to each are the principles that Professional Mentors:

Are non-directive and person-centred – they help other people discover their own wisdom, rather than pass on the mentor’s

Help people with the quality of their thinking, using the mentor’s expertise to craft insight-provoking questions

Have deep knowledge of and insight into human behaviour

Are able to help mentees think systemically and strategically about the issues they wish to explore

Combine authenticity, gravitas and humility with an enduring interest in helping other people achieve their potential

Understand and can manage the boundaries between mentoring and coaching, counselling, psychotherapy, consultancy and other forms of helping

Professional Mentors can work with a wide spectrum of mentees, but will most commonly help:

With major transitions in role for leaders and aspiring leaders

As a sounding board for leaders, who are already established in role

Entrepreneurs at any stage in the creation and growth of a business

As ethical mentors, to assist people and organizations to develop ethical resilience

Group supervision occurs during the classroom days.
Applied prior learning of up to 30% can be given for coaches and mentors with at least 100 hours of client-facing experience, who have attended a Foundation level coaching or mentoring course. (Reduction of two classroom days, one mentoring relationship over the period, and fewer hours of required reading – 32 hours.)

An alternative mode of delivery is via webinar. In this case, a higher emphasis is placed upon pre-reading and on-line discussion. The tuition element is broken down into 12 ninety-minute webinars.

Coach to mentor transition programme
This certificate programme is aimed at experienced coaches, who wish to add mentoring skills to their professional portfolio. The programme consists of three intensive webinars, reading materials and a learning log/ essay.

Team coachingFoundation level
This course will be delivered as a series of virtual webinars by David Clutterbuck, Lis Merrick and Janet Leonard, it is recognised at ICF Foundation course level. It will consist of six webinars of 90 minutes each between March and July 2016, plus:

Practice with real teams in pairs. Participants are responsible for finding a team to work with

Individual learning logs, marked on:

Extent and quality of reflection

Relation to theory

Insight into application of theory to practice

Participants will be taught in groups of 8 – 12.

Course content
This programme is aimed at people with some team facilitation and coaching skill, who want to add team coaching to their portfolio. It aims to ensure that they are competent and confident in extending coaching approaches to helping teams become more effective and eventually develop the capability to coach themselves.

Fundamentals

Some fundamentals around one to one coaching

Introduction to the concept of team coaching

The purpose of team coaching

How teams evolve

Models of team learning

What helps and hinders team efficacy? The leader follower relationship.

What do we mean by a high performing team?

Differences between individual coaching and team coaching. Identifying team strengths and weaknesses.

Behaviours of teams and team members. How to recognize and analyze team dysfunction

Principles of group dynamics

Team identity

Establishing and working with team purpose.

Surfacing and managing conflicting agendas. Techniques for managing team conflict

Communication and networking

Techniques to clarify and build alignment with team goals.

Managing team motivation, temporal issues, creativity

Costs
Individual participants: £1900 plus VAT, where applicable.

Advanced practitioner level
The taught programme consists of three modules of three days, making 72 hours. These will be constructed under three streams, with one day in each module devoted to:

The theory of team coaching: models, techniques, approaches. This stream will draw upon bodies of knowledge including group facilitation, conflict management and team dynamics. It will also explore different contexts of team coaching – e.g. business, sports, community. (Stream 1)

The psychology of team coaching. This stream will draw upon bodies of knowledge and practice including group therapy and group psychology. (Stream 2)

The practice of team coaching. This stream will be primarily about putting theory and technique into practice and will include both group and individual supervision (Stream 3)

Additionally, students will be required to:

Undertake both prescribed and elective reading within the topic area (24 hours)

Coach at least two teams (minimum two sessions each, amounting to at least 15 hours of coaching)

Maintain and provide a reflective analysis upon a learning log (20 hours)

Research and write a 5,000 word essay on an aspect of team coaching of their choice and agreed with the course tutor(s) (30 hours)

Participate in an on-line discussion forum (10 hours)

Prepare for and take part in two one-to-one individual supervision sessions (4 hours)

Total time required 175 hours

Content of the modulesModule 1
Stream 1: What is a team? What helps and hinders team efficacy? The leader follower relationship. What do we mean by high performing team? Differences between individual coaching and team coaching. Identifying team strengths and weaknesses.
Stream 2: Behaviours of teams and team members. How to recognize and analyze team psychological dysfunction.
Stream 3: Key steps in the team coaching process – contracting, scoping, developing the team’s capacity to coach itself. Techniques to clarify and build alignment with team goals. Group supervision.
Module 2
Stream 1: How teams evolve. Models of team learning. Team identity. Working with sub-groups. Surfacing and managing conflicting agendas. Establishing and working with team purpose.
Stream 2: Lessons from group and family therapy. Group Gestalt.
Stream 3: Practical techniques: Managing team motivation, temporal issues, aligning individual and collective development within a Team Development Plan. Group supervision.

Module 3
Stream 1: Techniques for managing team conflict. Team communication. Constellations, socio-mapping and other forms of group analysis
Stream 2: Psychology of conflict within and between teams. The psychological contract. Team wellness. Use of psychometrics in the team context.
Stream 3: Ethical issues in team coaching. Managing disengagement of the coaching relationship. Learning review: presentation and discussion of individual essays.
Costs
Individual participants: £4,000, plus VAT, where applicable.
In-house programme: £30,000 plus VAT, where applicable.

How a manager behaves in any specific situation depends on many factors, including how much preparation time they have, but the two most significant factors are their general style preference and the range of options they have within their preference. …

How a manager behaves in any specific situation depends on many factors, including how much preparation time they have, but the two most significant factors are their general style preference and the range of options they have within their preference. …

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